The plans you develop for your team will be influenced by, and aligned with, planning at the strategic and operational levels of the organisation. The Corporate Governance Framework shows the links between plans and accountabilities across the department.

You will be managing the achievement of deliverables, which may involve:

  • project plans
  • budgets
  • performance development plans
  • planning for change.

You will need to align your team planning to the operational plan for the business unit, developed to deliver outcomes related to strategic plans.

Project plans

You will be overseeing and perhaps coaching team members in developing and implementing project plans. A project delivery guide is available to help you manage your team's project plans.

Team plans

Team plans address:

  • task allocation based on capabilities and interests
  • due dates for deliverables
  • regular communication
  • planned leave
  • developing performance conversations.​

Planning should involve all members of the team to generate shared ownership and goals.

Individual development plans

The Developing Performance Framework provides the process for all employees to have a development plan in place. You need to plan regular conversations with all your team members to ensure individuals:

  • are clear about their responsibilities
  • have the support they need to achieve work goals
  • are able to develop capabilities that will help them further their careers.

The process enables you to match people with tasks that challenge and engage them, leading to a productive and motivated team culture.

Change management planning

Successful change in organisations is dependent on how the people affected are readied for and supported through the change.

One popular model for positively engaging your people with change is Prosci's ADKAR.

The stages need to be addressed in sequence as they build upon one another:

1. Awareness of the need for change

Why is the change happening?
What is the nature of the change?
What is the risk of not changing?

Questions to ask about your team:

  • What is the level of a​wareness of the need to change?
  • Do you need to raise awareness further?
  • How will you do this?

2. Desire to make the change happen

Personal motivation to support the change.
Organisational drivers to support the change.

Questions to ask about your team:

  • What is the level of desire to support and participate in the change?
  • Why would they want to change?
  • What might be influencing them not to want to change?
  • How will you address this?

3. Knowledge about how to change

Knowledge, skills and behaviours required during and after the change.
Understanding how to change.

Questions to ask about your team:

  • What is the level of knowledge on how to change?
  • How can they be assisted to gain the knowledge they need?
  • What is the best way to improve their understanding of how to change?

4. Ability to implement new skills and behaviours

Demonstrated ability to implement the change.
Barriers that may inhibit implementing the change.

Questions to ask about your team:

  • What is the level of ability to implement the change?
  • Are additional resources needed?
  • Do routines need to be altered to enable changes to happen?
  • Is coaching required?

5. Reinforcement to retain the change once it has been made

Mechanisms to keep the change in place.
Recognition, rewards, incentives, successes.

Questions to ask about your team:

  • What is the level of r​einforcement required to sustain the change?
  • What will you put in place?

Ensure that the change required is well-defined and actionable.

Risk management planning

All employees have an obligation to consider potential risks that may affect the intended outcomes of departmental initiatives.

Enterprise Risk Management provides information about best practice risk management strategies.

Last updated 15 September 2020